Scaling a Customer Success Team

At Series A, you don't need a massive CS platform with all the bells and whistles. You need a stack that helps you log, track, and monitor the right things without adding...

When distributing the book across the team, you often have to start by drawing a line in the sand. I’m a fan of picking a clear, even if slightly arbitrary, threshold (ty...

The key to scaling is being open to quick, low-stakes experimentation. I’m a big believer in running small tests, measuring the impact immediately, and iterating fast. If...

To get the balance right, you have to look beyond just the ACV. It’s about matching the effort to the complexity +  the potential of the account. You want to clear the pa...

Scaling your CS efforts doesn’t have to mean losing the human touch. The goal is to move away from robotic scripts and toward interactions that actually feel intuitive. I...

I've actually seen founders make two costly mistakes when building their CS team. Hiring: Too early (burning cash on overhead you don't need)Too late (watching churn rate...

This can vary wildly.AreasIt depends…CSM/Pooled CSMDigitalRenewalsSupportProfessional ServicesImplementationEducationOperations/strategyEnablementSo when you look at all ...

Honestly, This is such a great question. Too often, leaders feel they have to choose: you either run a lean, efficient machine that quite honestly can feel robotic to the...

Scaling customer success doesn't necessarily mean adding more CS headcount, at least not immediately. Before that, some foundations and a solid go-to-market framework sho...

A champion changing regularly is a challenge and risk factor, but over-reliance on one individual is the problem. In an ideal situation, there is a clear, mutually agreed...

I like to think of CS teams as 3 distinct phases (rowboat, sailboat, cruise ship). Each phase is going to be different to navigate and progressively harder to quickly cha...

For product-led growth (PLG) companies, Customer Success looks very different from a traditional sales-led model—and the biggest difference comes down to scale and starti...

I look at 3 metrics in addition to the standard GRR, NRR, and CSAT; LRR, Speed to Adoption, and multi-product line adoption. LRR (logo retention): especially in the SMB s...

It's absolutely a balancing act. I broke down the specifics of how we use AI on our CS teams to improve efficiency and enable us to hire more strategically and we discuss...

I've lived this one and it was PAINFUL. The biggest mistake for me as I've grown teams is not hiring my first line manager fast enough. At one point I was doing 18 1:1s p...

For me, without a doubt, it's Logo Retention (LRR), especially in the SMB/MM space. While everyone's chasing that shiny Net Revenue Retention number, many leaders are usi...

Been there, done that! IMO, it’s pretty simple – start with who is screaming the loudest and why. Take what they are frustrated about, ask them to prioritize their needs,...

The best candidates can relate their experience to how they will be successful in the role. They will have thought about scenario-based questions and be ready to describe...

Do things that scale. I had a CEO who said the perfect sized organization was an org of exactly one. Once you went beyond that, communication became critical because you ...

In this scenario, I aim to pinpoint areas where the most significant impact can be made. If one product exhibits notably lower retention rates, focusing efforts there may...

We've used several methods, depending on the size and type of the company.Roadshows. One of the more effective yet costly in terms of time and useful for larger changes. ...

It can seem daunting jumping into a customer-facing role. Where do I start if I don’t have the relationships built yet? How do I make connections to successfully drive bu...

The first step to knowing if a client is at risk of churning is to identify the potential warning signs: Lack of Engagement Client Turnover Service/Support Issues Econom...